By John R. Henry
Defined because the overall means of changing a line or procedure from one product to a different, changeover won't basically aid your company increase caliber and adaptability, however it will store millions and infrequently even tens of millions of greenbacks in step with hour.
Achieving Lean Changeover: placing SMED to paintings is concerning the useful implementation of the only minute alternate of die (SMED) philosophy constructed by way of Shigeo Shingo at Toyota. even though the e-book is especially approximately changeover of producing, packaging, and meeting tactics, the final techniques and examples also are appropriate in lighter industries that require turnover of processes—including airways, hospitals, working rooms, and nutrition service.
Filled with sensible examples, the booklet stocks confirmed equipment which could assist you convert changeover downtime to effective uptime. It explains why decreasing changeover time is necessary financially and offers a based method that will help you determine and enforce development opportunities.
The writer addresses either the equipment concerns with changeover/ SMED and the linked operational concerns reminiscent of charges, ready instances, fabric flow, documentation, and product/component layout. He additionally devotes a bankruptcy to discussing, intimately, tips to calculate the price of changeover downtime, a space that is still a secret to many.
Taking a holistic method of changeover, the textual content encompasses a bankruptcy dedicated to organizing changeover advancements, holding them on the right track, and constructing and enforcing a proper changeover relief software. offering time-tested tools and useful examples from quite a few industries, it will give you the chance to lessen changeover time and price and supply your company with the flexibleness had to higher fulfill your shoppers in 3 vital dimensions: product style, responsiveness, and price.
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Extra resources for Achieving Lean Changeover: Putting SMED to Work
Reducing changeover time will allow more time for maintenance and permanent repairs. Better-tuned machines will operate more precisely and consistently. Finally, the pressure to produce can lead to shortcuts being taken and even marginal product being accepted. This should never be the case, but it does happen in some plants. The ability to work more slowly and calmly will help prevent this temptation. Stress on People, Machines, and Systems When plants have excessive changeover times, it tends to stress the people, machines, and systems.
They have developed their process so that they can run custom flavors, custom labels, and even custom bottles with minimum order sizes as small as 36 cases. At the same time, they can run the large-volume products for the supermarkets and other channels at competitive costs. A consumer electronics manufacturer decided to offer 48-hour shipment on all of their 800+ products and was able to increase national market share by 8% in a highly competitive, almost commodity market. Single-minute exchange of die (SMED) was developed at Toyota specifically for the purpose of better responsiveness to the market with a wider variety of styles and options.
Lean changeover will reduce costs while allowing greater volume. Reduced costs allow lower prices, which fuel sales demand. As volume increases, fixed costs are amortized over more and more units. This allows still lower prices, fueling further demand. ” Many have heard of the vicious cycle; this is its nicer cousin, the virtuous cycle. The ESEE Concept A clear roadmap is a requirement for any productivity improvement program, and lean changeover no exception. When you don’t know where you are going, you will probably wind up somewhere else.
Achieving Lean Changeover: Putting SMED to Work by John R. Henry